Speaking with confidence Techniques for the effective spokesperson

Speaking with confidence Techniques for the effective spokesperson UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA Slide 1

Today’s Goals n Staying on message n Handling tough questions n Maintaining control over story content n Avoiding misquotes n Understanding soundbites n Communicating in a crisis UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 2

Who is this guy? An investigation of security violations is under way at Los Alamos. . . As for the reports of e-mail security violations, spokesman Kevin Roark said…. . . Kevin Roark told The Chronicle on Friday. Roark also said Holian's statistical charts showing Los Alamos' high performance in safety miss the point. . National Public Radio Kevin Roark is a lab spokesman. Mr. KEVIN ROARK (Spokesman, Los Alamos National Laboratory): No one's been idle. The lab has been open. . CBS News Lab spokesman Kevin Roark said Los Alamos officials are "eager to explain all the lab has done in response to this latest incident and to outline for the. . . UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 3

Resources http: //www. agu. org/sci_soc/Media. Guide. pdf The Crisis Store — James Lucaszewski http: //www. e 911. com/ UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 4

A Favorite Interview UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 5

Media in the Information Age n We find ourselves at a crossroads n Journalism -- what has become of it? http: //www. journalism. org/ n The Internet’s effect on the practice n Radical ideas UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 6

New Delivery Systems n Weblogs n e-Papers n Broadcast web UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 7

New Rules of Engagement n New kinds of news sources n Reporting opinion as fact n Sins of omission n Standards of inaccuracy n Inconsistent reporter behavior UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 8

Feeling hopeless? n All is not lost n Our jobs are just harder n Preparation is the key UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 9

New Communication Techniques n Managing expectations n Making communications a process n Communication planning n Key Consent Factors n Messaging — The Triangle UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 10

Break UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 11

Working with a message triangle UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 12

Working with a message triangle Key Message Point ｧProof Point—where possible, incorporate throughout your message triangle such message enhancers as specific examples; meaningful statistics; analogies, metaphors & similes; the “Three Cs”” (colorful words, clichés, contemporary references); one-liners, personal experience; quotes from experts—or your opposition Proof Point MAIN MESSAGE (TYPICALLY UNSTATED) Proof Point Subsidiary bullet Proof Point UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 13

Working with a message triangle UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 14

Working with a message triangle Off-message question or issue to redirect Point Point Subsidiary bullet Subsidiary bullet Bridge to a key message above whenever possible UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 15

Working with a message triangle UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 16

Reduced performance anxiety n Stagecraft n Rehearsal n Simplicity n Brevity n Enthusiasm n Accuracy UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 17

Anatomy of a soundbite n How are soundbites captured? n How are they used? n How soundbites have changed n How to get the soundbite of your choosing into the story UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 18

Break UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 19

Crisis Communications n What is a crisis? n Anticipating versus reacting UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 20

Crisis — News clipping research by the Institute for Crisis Management shows that 86 percent of crises stem from issues previously known to management, so-called “smoldering” crises. Only a small percentage of crises arise from the stereotypical sudden crisis, such as an explosion, fire, or industrial accident. Clearly, the majority of crises can be anticipated—and potentially prevented from ever becoming a crisis in the first place. UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 21

Crisis defined n Crisis—An event, other than a declared emergency, that creates or threatens to create an unusually high level of harshly negative media coverage and external criticism. n Emergency—As defined by your Emergency Management organization or police force. Emergency Communications are wholly separate from and would supersede crisis communications activities. n Issue—An external or internal factor, usually mid- to long-term, that threatens your institution’s interests, especially those that could prove damaging to the institution’s reputation. UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 22

10 steps to effective crisis planning § Start now to establish a method for identifying and anticipating potential crises. § Form a crisis response team. § Include individuals from all key functions. § The team should be well practiced before handling a crisis. § The team must be empowered and able to respond quickly. § Identify and understand interests of target audiences. § Establish and maintain open lines of communication between team members, spokesperson, Lab management, and audiences (internal and external). § Work with the media, not against them. § Realize that appearance and tone are important. UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 23

10 steps to effective crisis planning § Identify a central spokesperson; during a crisis it is vital that the institution or organization speak with and through a single voice. § Be watchful for and mindful of the emotional response; intellectual arguments are worthless in the face of public anger. § Control the information; stay in front of the release of facts—don’t be reactive. § Constantly evaluate your messages and feedback. Don’t fear a rapidly changing situation; change tactics when necessary. UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 24

Avoid the common failure patterns n Mismanaging the victim dimension: It is the treatment of victims that maintains or destroys trust and reputation. n Failing to involve the boss: For any crisis response to succeed, the boss or someone the boss trusts must be involved from the very beginning of the planning process. n The presumption of readiness: A 2003 study by Guardsmark, a security consulting firm, estimated that 75 percent of American businesses are significantly under prepared for a crisis or serious emergency. UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 25

Avoid the common failure patterns n Over-generalized planning: Crisis prevention and response require scenario-based approaches − picking specific potential problems and working them through using a highly organized approach. n Failing to recognize that crises are truly different: Failure occurs when serious problems are treated as “normal course of business. ” UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 26

Beware of revisionist history Sooner or later you will have to answer these basic questions: What did you know, and when did you know it? What did you do, and when did you do it? UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 27

Crisis during emergencies n Deal with the problem—NOW — Tend to the victims — Deal with employees — Manage those indirectly involved — Deal with the critics—The “self appointed self anointed” UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 28

Crisis communications rules § OPENNESS Availability and willingness to respond § TRUTHFULLNESS Unconditional honesty is the only policy § RESPONSIVENESS Recognize that all concerns are by definition legitimate and must be addressed. § TRANSPARENCY No secrets; behavior and attitude must be beyond reproach § ENGAGEMENT Actively seek out and contact those with concerns UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 29

Profiles in Jello The seven mistakes managers make in a crisis § § § § DENIAL VICTIM CONFUSION TESTOSTERONE POISONING FEAR OF THE MEDIA ARROGANCE SEARCH FOR THE GUILTY INDECISION UNCLASSIFIED Operated by Los Alamos National Security, LLC for NNSA 30